Assessment Title: Leadership and Management

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 Table of Contents
An outline of Tesco's management structure.............................................................................3

Manager and Leader: Definition, Role and Differences............................................................4

Definition and Role of the two...............................................................................................4

Differences.............................................................................................................................4

Changes in leadership approach based on context.....................................................................6

Different Roles of Management and Leadership in Different Organisational Situations..........8

Application of Theory to Tesco.................................................................................................9

Maslow's Needs Hierarchy:....................................................................................................9

Tesco Situational Leadership:..............................................................................................10

Factors impacting organisational culture.................................................................................11

Motivational strategy to enhance organisational performance................................................12

Conclusion................................................................................................................................13

Bibliographies..........................................................................................................................14

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An outline of Tesco's management structure.
Tesco is a British multinational retail and wholesale company. They're a prominent
participant in the retail business because of their roughly 6,000 stores spread across 12
nations. Since its inception in 1919, the brand has expanded to become well-known across the
globe. Tesco's management structure is as follows: at the very top is the board of directors, in
the middle are the senior executives, and at the bottom are the middle managers and front-line
staff. The bulk of an organization's management structure consists of middle-level managers
and front-line workers. The company's long-term strategic planning falls under the purview
of the board of directors, while the executive team handles day-to-day operations. Tesco's
leadership reflects the importance the corporation takes on customer happiness. The
corporation employs a sizable customer service department whose job is to address clients'
inquiries and issues and guarantee their satisfaction with their purchases. Many different
divisions perform essential tasks within each business unit. These divisions include things
like HR, Accounting, and Marketing. Each of these sections collaborates with the others to
keep the business unit running smoothly. Tesco's management structure was developed to
boost the company's effectiveness in serving its clients while also benefiting its internal
operations and bottom line.

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Manager and Leader: Definition, Role and Differences.
Definition and Role of the two
Managers and leaders are two distinct but closely related roles within organizations. While
there is some overlap between the two, there are also important differences in terms of their
definitions and responsibilities.

Organizations have managers because someone has to be in charge of how things run.
Directors and other upper-level executives appoint managers to steer the company's staff and
resources toward strategic goals (Bukhari and Sharma, 2014). Effectiveness, achieving set
objectives, and maintaining the status quo are typical management aims.

Some of the typical roles and responsibilities of a manager include setting goals and
objectives for their team or department, developing plans to achieve these goals, assigning
tasks and responsibilities to team members, monitoring performance, providing feedback and
coaching, and making decisions about resource allocation and budget management.

On the other hand, leaders are responsible for inspiring and motivating people to achieve a
shared vision or goal (Butler, 2013). They are often seen as change agents who can inspire
and influence others to achieve something beyond what they thought was possible. While
leaders may also have managerial responsibilities, their primary focus is on inspiring and
empowering people to achieve a shared vision.

Some of the typical roles and responsibilities of a leader include developing a clear and
compelling vision for the organization, communicating this vision to others, building and
maintaining relationships with stakeholders, providing guidance and direction to their team,
fostering a culture of innovation and continuous improvement, and inspiring and motivating
people to achieve their full potential (Candel, 2019).

Differences
Manager Leader
Focus on the present and short-term goals Focus on the future and long-term goals
Direct and control employees to achieve Inspire and influence employees to achieve
objectives a shared vision
Maintain stability and efficiency in the Foster innovation and change to improve
organization the organization

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Assign tasks and responsibilities to team Provide guidance and direction to their team
members
Monitor performance and provide feedback Empower team members to take risks and
to improve performance experiment
Emphasize doing things right Emphasize doing the right things

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Changes in leadership approach based on context
Effective leaders understand that there is no one right way to lead in any given circumstance.
A leader's style that works well in one situation may not be appropriate in another. The
following are considerations for leaders to keep in mind when adapting their approach to
different settings:

1. One's leadership style may need to evolve for a variety of reasons. For example, if the
goal is to complete a project fast, a more directive style of leadership may be more
appropriate (Coghlan, 2016). Conversely, a more collaborative style of leadership
may be the most effective way to foster innovation and creativity in the workplace.
2. When choosing a management approach, it is also important to take into account the
team's level of maturity. Depending on their level of experience and competence, one
team may require less direction and more freedom to make decisions than another.
3. Lastly, the organization's culture plays a role in determining the most effective
leadership style. A more authoritarian style of leadership may likely feel more at
home in some situations, while a more democratic and inclusive form would be more
at home in others.
4. External factors like the industry, market trends, and the level of competition can
affect a leader's approach. A consistent leadership style might be more effective in a
more stable workplace, whereas a more adaptable and flexible approach would be
required in a more dynamic setting (Frater, 2015).

The following are some examples of leadership styles that can be adapted to meet the needs
of various situations:

1. Autocratic Leadership: An autocratic style of leadership excels in situations that call

for speedy decision-making and unambiguous guidance. This strategy works well in
urgent situations.
2. Democratic Leadership: When it's crucial to promote teamwork, new ideas, and
experimentation, democratic or participatory leadership is useful (Haque, 2010). With
this style of leadership, team members are encouraged to contribute to decision-
making and problem-solving.

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3. Laissez-faire Leadership: When team members are qualified and knowledgeable,
managers can step back and let them do their jobs. This approach inspires employees
to take initiative and pick their paths to success.
4. Transformational Leadership: One who can effectively inspire and motivate team
members to work together toward a common objective is a transformational leader.
This style of leadership focuses on encouraging everyone to work together to
accomplish their goals.

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Different Roles of Management and Leadership in Different
Organisational Situations.
Management and leadership can take many shapes, depending on the context and the
motivations of those in charge. Leadership is responsible for inspiring and motivating
employees to work together toward a single objective, whereas management is responsible
for allocating and allocating the organization's resources. These are a few examples—
supported by ideas and methods—that show the spectrum of management and leadership
responsibilities inside an organization:

1. Start-up company

The management and leadership of a company are crucial to its early success. The top
priority for management should be to have a functional accounting, human resources, and
marketing department. Company leaders are accountable for inspiring employees to give their
all in pursuit of the company's goals (Kecher, 2021).

Theory of the Lean Start-up: Theorizing emphasizes the value of continuous training with
the customer in mind. According to this theory, senior executives should prioritize creating a
culture of experimentation and risk-taking, while top management should establish processes
for measuring and evaluating data to drive decision-making.

Strategy: Agile project management is a viable option for start-ups. This approach values
flexibility, teamwork, and rapid iteration in keeping with the Lean Start-up Theory's
emphasis on innovation and continuous development.

2. Large corporation

Management and leadership roles are crucial to the continued success, growth, and stability
of any significant firm (Marshall, 2019). The management team's focus should be on
minimizing waste, keeping expenses in check, and achieving set objectives. Leadership's
capacity to generate a feeling of purpose and motivation within the workforce is crucial to
achieving the company's strategic goals.

Theoretically, a transformational leader's function is to invigorate and inspire their group to

strive toward a common goal. According to this theory, good leaders foster an environment
where everyone is safe to take risks and grow professionally.

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Strategy: Top-level managers in complex organizations can benefit greatly from the Total
Quality Management (TQM) framework. TQM's guiding principles are continuous
improvement, satisfied customers, and engaged employees. This aligns with the values of
transformational leadership, which emphasize innovation, collaboration, and growth.

3. Non-profit organization

Non-profits can't function without management and leadership positions. Management is in

charge of the organization's finances, resources, and volunteers, while leadership is in charge
of inspiring and encouraging employees to reach the organization's goal.

This theory holds that leaders should take on the role of a servant to their team. Managers,
according to this school of thinking, should prioritize developing their employees and
volunteers to their fullest potential, creating an environment conducive to teamwork, and
building a culture of trust.

Cause-related organizations can benefit greatly from social marketing. Central to the concept
of servant leadership is the promotion of subordinate autonomy and the building of trust in
the workplace.

In conclusion, the roles of management and leadership change depending on the organization
and the circumstances. Successful leaders are aware that they must adapt their leadership
style and apply appropriate theories and approaches to achieve their goals.

Application of Theory to Tesco

Tesco can learn a lot from Maslow's Hierarchy of Needs and Situational Leadership, both of
which can contribute to the company's growth and success:

Maslow's Needs Hierarchy:

One of the largest retailers in the world, Tesco meets the needs of its diverse workforce. To
better comprehend Tesco, consider Maslow's Hierarchy of Needs:

→ By offering a competitive wage and maintaining a safe and pleasant workplace, Tesco
can satisfy the basic demands of its employees. Tesco can provide for its employees'
safety needs by providing them with the equipment and education they require to be
unharmed while on the job.
→ Tesco may be able to satisfy its employees' need for affection and acceptance by
facilitating social events and team-building activities.

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 → Tesco's recognition and reward program, in addition to the opportunities for
advancement and professional development, helps to satisfy the esteem demands of its
employees.
→ Tesco can assist its employees to reach their full potential and sate their need for self-
actualization by providing them with opportunities for training and growth.
→ Tesco's expansion and productivity would benefit from the company's attention to its
workers' preferences. Employees will be more satisfied, dedicated, and enthusiastic
about their work as a result.

Tesco Situational Leadership:

Tesco has a large and diverse workforce that relies on a wide range of expertise and
experience. When applied correctly, situational leadership can be used to do the following:
give new employees clear direction and support while they learn the ropes of the job;
delegate tasks and responsibilities to experienced employees who are capable of handling
more complex tasks; provide coaching and feedback to employees who are willing to learn
but need more direction and guidance; give more autonomy and empowerment to
experienced and skilled employees.

Tesco's growth and success can be encouraged by adopting a leadership style that adapts to
the unique circumstances of each situation and demand inside the organization.

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Factors impacting organisational culture.
It is the shared values, norms, and customs of an organization's members that have the
greatest impact on the way people behave and how business gets done within that
organization. Culture at an organization can be influenced by several factors. Some of the
more crucial ones are as follows:

Leadership: Leaders are crucial in developing an organization's culture. How they lead their
teams in terms of communication, decision-making, and interpersonal interactions can have a
significant impact on the culture of the company.

Size and Structure: A company's culture can be affected by its size and organizational
structure. Structures in large organizations are often more formal and hierarchical, whereas
those in smaller ones are often more informal and conducive to teamwork and innovation
(Mascia, 2018).

Industry: The business sector in which a company works may shape its corporate identity.
An industry that moves quickly and fiercely may encourage high performance and risk-
taking, whereas a controlled business may encourage caution and conservatism (Nilsson,
Hansson and Lagerkvist, 2016).

Geography: There can be cultural differences between branches of the same company
because of where they are physically located (Spooner, 2013). For instance, the cultural
norms and values of a place may affect the way a company operates.

Employee Diversity: The culture of a company may change depending on the demographics
of its staff. The benefits of a varied workforce are manifold, including but not limited to a
more welcoming and creative atmosphere.

Communication: One factor that might affect a company's culture is its internal
communication practices. Conversely, a communication breakdown can foster mistrust and
isolation.

Organizational History: The culture of a company may be affected by its past. The way
employees communicate with one another and carry out their duties might be influenced by
the traditions, values, and conventions that have been created over time.

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External Environment: A company's culture may change as a result of its surroundings.
Organizational behaviour and the reinforcement of values can be affected by external factors
such as the economy, market trends, and technological advancements.

Motivational strategy to enhance organisational performance.

Motivated workers care more about the success of their employer and are more likely to go
above and beyond to ensure it. Here are some pointers for coming up with a motivational
strategy:

 Think about what your employees want and need. Learn the inspirations of your
employees first. Do surveys or hold focus groups to learn what motivates your target
audience to give their best.
 Set firm goals and timelines: Communicate your goals to your team and give them
regular feedback on how they are performing compared to your standards. This will
guide their actions toward their goals and keep them motivated (Yilmaz, 2016).
 Workers that achieve or exceed their goals should be rewarded for their efforts.
Rewards can be monetary, such as bonuses and raises, or non-monetary, such as
public acknowledgement, a more flexible work environment, or additional time off.
 Provide employees with a chance to develop their skills and advance in their careers
by easing their access to training, mentoring, and promotion programs. This will help
them develop their talents and succeed in their careers, and it will also inspire them to
consistently give their best effort.
 Provide a friendly atmosphere where people feel comfortable talking to one another,
exchanging ideas, and treating one another with respect. Employees are more likely to
go above and above when they enjoy their work and feel valued by the organization.
 Encourage a healthy work-life balance by being accommodating to employees’s
outside interests and responsibilities, such as family. This will help them maintain
their enthusiasm and focus for the long haul.
 Always take stock of progress and make necessary adjustments: Monitor the success
of the incentive program and make adjustments as needed to meet the changing
demands of your staff (Subur, 2019).
 With these pointers in mind, firms may craft an inspiring strategy that increases
productivity by increasing worker engagement, production, and satisfaction.

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Conclusion
In conclusion, the fate of an organization rests heavily on the shoulders of its leaders and
managers. Tesco is a model of the kind of success that may be attained under the direction of
capable managers and forward-thinking leaders. The company's leadership, especially that of
former CEO Terry Leahy, fostered a culture of innovation and customer service by inspiring
and motivating employees to work together toward a common goal. Yet, Tesco's continued
success depends on the company's ability to adapt to the changing needs of its business and
its customers. Increasing diversity and inclusion, embracing technology, and valuing
sustainability are all ways to do this. Tesco can continue to grow and innovate while still
satisfying the demands of its customers and workers if it adopts the following suggestions.

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Bibliographies
Bukhari, S.S. and Sharma, B.C. (2014). Organisation Climate, Inclusive Organisation Culture
and its Influence on Organisation Effectiveness-A Study of Organisations in Jammu
Region. Training & Development Journal, 5(1), p.40.

Butler, C. (2013). Leadership in a multicultural Arab organisation. Leadership &

Organization Development Journal, 30(2), pp.139–151.

Candel, M. (2019). The influence of pre-motivational factors on behaviour via motivational

factors: a test of the I-Change model. BMC Psychology, 7(1).

Coghlan, D. (2016). Leadership Games: Experiential Learning for Organisation. Leadership

& Organization Development Journal, 21(1), pp.62–64.

Frater, J. (2015). The evolving role of case management in consumer-centric health plans.
The Case Manager, 15(2), pp.61–65.

Haque, M. (2010). Needs Hierarchy, Motivational Factors and Entrepreneurship in

Bangladesh. SSRN Electronic Journal, 43(421332NB).

Kecher, A. (2021). Editorial: strategic leadership for tomorrow today! School Organisation,
11(1), pp.3–6.

Marshall, S. (2019). Managing the Culture: the key to effective change. School Organisation,
13(3), pp.255–268.

Mascia, A. (2018). Project manager: leader, influencer e conflict manager. PROJECT

MANAGER (IL), 122(20), pp.19–23.

Nilsson, L., Hansson, H. and Lagerkvist, C.J. (2016). Motivational Factors for Remaining in
or Exiting a Cooperative. Agribusiness, 33(2), pp.209–225.

Spooner, R. (2013). On Leadership and Ethos. School Organisation, 1(2), pp.107–115.

Subur, S. (2019). Model motivational factors, interpersonal skill factors, and entrepreneurial
mindset factors. Jurnal Ekonomi dan Bisnis, 4(1), p.83.

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T. Masood, H. (2013). Conceptualizing Motivational Factors of Educationists. Business and
Management Research, 2(2).

Thompson, M.M. and Pastò, L. (2016). Effects of Sleep Loss on Team Decision Making:
Motivational Loss or Motivational Gain? Human Factors: The Journal of the Human
Factors and Ergonomics Society, 49(4), pp.646–660.

Yilmaz, T. (2016). The Motivational Factors of Heritage Language Learning in Immigrant

Bilingualism. International Journal of Social Science and Humanity, 6(3), pp.191–200.

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